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Research Proposal CSR (1)

This study examines the long-term impact of Corporate Social Responsibility (CSR) on firm performance across various industries, highlighting that integrating CSR into core business strategies can enhance financial performance, competitiveness, and stakeholder engagement. It posits that firms with proactive CSR practices achieve better outcomes than those with reactive measures, and that the benefits of CSR are more pronounced in high-visibility industries. The research provides theoretical contributions to CSR literature and practical guidance for managers on effective resource allocation and stakeholder engagement.

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burxonovanilufar19
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3 views

Research Proposal CSR (1)

This study examines the long-term impact of Corporate Social Responsibility (CSR) on firm performance across various industries, highlighting that integrating CSR into core business strategies can enhance financial performance, competitiveness, and stakeholder engagement. It posits that firms with proactive CSR practices achieve better outcomes than those with reactive measures, and that the benefits of CSR are more pronounced in high-visibility industries. The research provides theoretical contributions to CSR literature and practical guidance for managers on effective resource allocation and stakeholder engagement.

Uploaded by

burxonovanilufar19
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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THE LONG-TERM IMPACT OF

CORPORATE SOCIAL
RESPONSIBILITY (CSR) DECISIONS
ON FIRM PERFORMANCE: A
COMPARATIVE STUDY ACROSS
INDUSTRIES

PRESENTED BY
Burkhonova Nilufar
1 Introduction

2 Literature Review

AGENDA
3 Hypotheses development

4 References
RESEARCH
QUESTIONS:
How does the integration of Corporate Social
Responsibility (CSR) into a firm's core strategy
impact its long-term financial performance
across different industries?

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THE
SIGNIFICANCE OF
THE STUDY

This study highlights how integrating


CSR into business strategies impacts
long-term financial performance.
It offers insights into how CSR can
enhance competitiveness, reputation,
customer loyalty, and employee
engagement across industries, providing
practical guidance for managers.
CONTRIBUTIONS

Theoretical Practical

Contribution to CSR Literature Strategic guidance for managers


Framework development Improved Stakeholder Engagement
Understanding industry variations Resource Allocation
HYPOTHESIS 1

Firms that consistently integrate CSR Research by Orlitzky, Schmidt, and Rynes (2003) found a
into their core strategies will achieve positive correlation between CSR and financial performance,
significantly higher long-term financial suggesting that firms that embed CSR into their strategies
performance than those with minimal enhance their reputation and customer loyalty
or no CSR integration.
HYPOTHESIS 2
Siegel and Vitaliano (2007) demonstrated
that industries with high consumer visibility
The positive relationship between
CSR and long-term financial
benefit more from CSR efforts, as customers
performance will be stronger in are more likely to reward responsible
high-visibility industries (e.g.,
retail, technology) than in less
practices. This is echoed by Luo and
visible ones (e.g., manufacturing, Bhattacharya (2006), who argued that visible
utilities).
industries see enhanced financial returns
from CSR due to stronger consumer
awareness and engagement.
HYPOTHESIS 3

Hull and Rothenberg (2008) argue that proactive CSR fosters


Companies that adopt proactive CSR innovation and creates a positive brand image, leading to
practices will achieve better long-term sustained competitive advantages. In contrast, reactive CSR
financial performance than those that measures may not yield the same level of engagement or
engage in reactive CSR measures. financial benefits, as suggested by Barnett and Salomon (2012),
who found that stakeholder influence capacity plays a crucial
role in determining the effectiveness of CSR efforts.
REFERENCES
1. Barnett, M. L., & Salomon, R. M. (2012). "Does it pay to be good? A meta-analysis and redirection of research on the relationship between
corporate social and financial performance." Strategic Management Journal, 33(11), 1304-1320.
2. Brammer, S., Millington, A., & Rayton, B. (2007). "The contribution of corporate social responsibility to organizational commitment." The
International Journal of Human Resource Management, 18(10), 1701-1719.
3. Du, S., Bhattacharya, C. B., & Sen, S. (2010). "Maximizing business returns to Corporate Social Responsibility (CSR): The role of CSR
communication." International Journal of Management Reviews, 12(1), 8-19.
4. Hull, C. E., & Rothenberg, S. (2008). "The role of corporate social responsibility in the competitive advantage of firms." Journal of Business
Ethics, 78(1-2), 185-199.
5. Luo, X., & Bhattacharya, C. B. (2006). "Corporate social responsibility, customer satisfaction, and market value." Journal of Marketing, 70(4), 1-18.
6. Margolis, J. D., & Walsh, J. P. (2003). "Misery loves companies: Whither social initiatives by business?" Administrative Science Quarterly, 48(2),
268-305.
7. Mishra, S., & Modi, S. B. (2016). "How corporate social responsibility promotes organizational performance: A comprehensive framework."
Journal of Business Research, 69(2), 554-561.
8. Orlitzky, M., Schmidt, F. L., & Rynes, S. L. (2003). "Corporate social and financial performance: A meta-analysis." Organization Studies, 24(3),
403-441.
9. Porter, M. E., & Kramer, M. R. (2006). "Strategy and society: The link between competitive advantage and corporate social responsibility."
Harvard Business Review, 84(12), 78-92.
10. Glavas, A., & Godwin, L. N. (2013). "When does a company care? An investigation of the relationships between stakeholder perception of
corporate social responsibility and employee engagement." Journal of Business Ethics, 114(1), 15-27.

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